Developing leaders in an organization is vital to its success. But identifying potential leaders is not always easy. Looks can sometimes be deceiving.
If you are blessed with outstanding employees on your team, you probably also have a few C employees. I’m not talking C-suite material. Here, I’m focusing on the employees who never quite seem to get the job done.
Being a good role model and acknowledging success builds employee trust and loyalty. But, the constant positive feedback won’t do much for employees who need to focus on specific aspects of personal style if they want to get ahead.
“Important question to get started here!” Deb Calvert said to the crowd attending the Leadership+Talent Development Summit in San Diego. “Chocolate or peanut butter?” Some shouts for chocolate rang out and some mumbles for peanut butter were sounded across the room, but when a few rogue attendees said, “both!”, Calvert’s eyes lit up. “Of course it’s both!” she said. “They are better together!”
In many organizations, training for middle managers is nonexistent. Ignoring skill development for these employees comes at a huge cost, warns Dana Theus, president and CEO of InPower Coaching.
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Collaboration. The practice is celebrated. The practice is credited with the development of exciting new products. And, collaboration is criticized for chewing up the time of key contributors.
As we near the end of 2017, is your organization thinking about enhancing its learning and development programs to better prepare new managers for their roles? If your company is like most, the commitment to talent development is huge.
Leaders know they are ultimately responsible for decisions made by people in their organizations. But no leader should be involved in every decision that must be made.
Do your team members feel like they’re drowning under the weight of the workload that keeps getting tossed their way? In high-stress situations, your people can start to burn out.
Have you detected trouble on your team lately? Are people arguing instead of focusing on work? The root of the problem may be that your people are operating in an information vacuum.